關(guān)于蘋果公司成功的秘籍

關(guān)于蘋果公司成功的秘籍

　　蘋果公司和該領(lǐng)域其他公司另一個主要區(qū)別是:其他公司并不受制于單一的看法。在蘋果公司，不管是產(chǎn)品決定還是公司管理，只有史蒂夫 喬布斯的意見最終起決定性作用。這并不適用于每一個人。多數(shù)的大公司都有競爭資源和權(quán)衡對產(chǎn)品不同觀點的競爭議程和領(lǐng)域。而喬布斯的領(lǐng)導(dǎo)風(fēng)格去掉了這一點。以下是學(xué)習(xí)啦小編為大家整理的關(guān)于蘋果公司成功的秘籍，歡迎閱讀!

　　關(guān)于蘋果公司成功的秘籍分析1:

　　Apple's lead, while not insurmountable, can be attributed to a few things, including a lineup of products that is broad yet connected, a meticulously controlled retail experience, and a very particular brand of leadership at the top. It's not just notoriously good customer service, said David VanAmburg, managing editor of the ACSI, though that helps.

　　雖然并不是不可逾越，但蘋果的領(lǐng)先歸功于一些因素，包括廣泛而相互聯(lián)系的產(chǎn)品陣容，精心控制的零售經(jīng)驗和特別的高層領(lǐng)導(dǎo)品牌。ACSI總編輯David VanAmburg指出，雖然眾所周知的良好客戶服務(wù)有其成功所幫助，但不只于此。

　　"I think it's a commitment to innovating and integrating products. Apple is still somewhat uniquely positioned with Macs, the iPad, iPhone, and the iPod," he said. "There's a plethora of IT products that have been integrated together easily, and Apple has been able to capture 'IT' writ large, rather than just personal computers."

　　“我認為蘋果致力于創(chuàng)新和集成產(chǎn)品的開發(fā)。蘋果與Macs，iPad，iPhone和iPod的定位仍然有點獨特。” 他說，“市場上容易組裝的IT產(chǎn)品供過于求。蘋果能夠占據(jù)IT行業(yè)的大部分，而不僅僅是個人電腦。”

　　That is to say Apple, in comparison to its competitors making PCs, has an ecosystem of hardware connected by its own software, iOS, iTunes, and Mac OS X. Apple has total control over its products and has been able to branch out to other types of devices beyond desktops and laptops. PC makers are somewhat beholden to the product cycles of Microsoft and are seen as just that, PC makers--not consumer device makers.

　　也就是說，與制造PC的競爭對手相比，蘋果有由自己的軟件、iOS、iTunes和Mac OS X連接的硬件生態(tài)系統(tǒng)。蘋果能完全控制其產(chǎn)品，并能拓展到臺式機和筆記本之外的其他類型的設(shè)備。PC制造商都有點受制于微軟的產(chǎn)品循環(huán)，而且只被看做PC制造商，而不是消費設(shè)備制造商。

　　So why aren't they copying Apple? HP actually is beginning to take steps in this direction. By buying Palm, it's looking to integrate mobile devices like phones and tablets into its larger ecosystem of laptops and printers. But other large PC makers like Dell and Acer are not there yet.

　　那么他們?yōu)槭裁床荒７绿O果呢?事實上，惠普正在朝這個方面采取措施。購買Palm，看起來就像把電話和平板之類的移動設(shè)備組裝在筆記本電腦和打印機等更大的生態(tài)系統(tǒng)上。但其他PC生產(chǎn)商，如戴爾和宏基還沒有這樣做。

　　"It's taken a long time for other manufacturers to see the benefits that Apple is getting from this," VanAmburg said. "We may be seeing it a bit with HP going out and grabbing Palm, getting into the handheld business and integrating (WebOS) within its systems."

　　“要其他生產(chǎn)商看到蘋果從中獲得的利潤還需要很長時間。” VanAmburg說，“我們也許看到惠普正在走出去，利用Palm進入掌上手機業(yè)務(wù)，并在其系統(tǒng)內(nèi)部整合WebOS."

　　"There is some movement in the industry now beyond Apple to grow past this thinking of the PC per se, but I think the industry has been slower to do it," he added. "But there's a reluctance to go down that route."

　　"目前在這一行業(yè)內(nèi)有一種趨向，這一趨向超越了個人電腦本身這一想法。但是我認為這一趨向在這行業(yè)內(nèi)進展緩慢。“他補充道，”許多公司不愿走這條路。“

　　Face time with people and products

　　與顧客和產(chǎn)品的會面時間

　　Apple Stores are the best example of what makes it different from its peers and are illustrative of the company's approach.

　　蘋果商店是蘋果公司與其同行所不同的最好例子，并能說明公司的做事方式。

　　The retail stores are one of the most important ways people interact with Apple. Not just for those who are already customers but potential customers--sometimes more than 50 million customers tromp through Apple's doors every three months, and half of them who make purchases are first-timers, according to Apple.

　　零售店是人們和蘋果公司進行交流的最重要的方式之一，不管是老客戶還是潛在客戶都是如此。蘋果公司稱，有時每三個月就有5000多萬顧客進入蘋果的零售店，購買產(chǎn)品的顧客中，有一半都是首次購買。

　　There are 300 Apple stores worldwide right now, mostly in the U.S., but growing in major world capitals, like London, Paris, and Shanghai. Everything about the store is intended to represent what it is like to own and use an Apple product: Apple controls the whole experience, from the limited range of products on the shelves, to the training of the young, intentionally geeky/hip employees, to the manner in which some stores are designed with architectural flourishes normally reserved for museums, to the tech support received at the Genius Bar, to the educational classes offered in stores for using Apple products.

　　現(xiàn)在全球有300家蘋果商店，大多位于美國。但在世界主要的經(jīng)濟城市，如倫敦、巴黎、上海，蘋果商店的數(shù)量正在增加。商店的一切都想要代表擁有和使用蘋果產(chǎn)品的感覺：蘋果公司控制著整個體驗過程，從貨架上有限的產(chǎn)品到培訓(xùn)年輕、故意令人討厭/時髦的員工，到一些商店的設(shè)計方式——擁有圖書館特有的建筑方式，到在天才吧得到的技術(shù)支持，以及商店里提供的使用蘋果產(chǎn)品的教育課程。

　　PC companies have dabbled in retail with varying results. Microsoft's current experiment in retail--which borrows from Apple's retail look and feel--is still small: four stores right now, with a few more planned. Dell's foray was brief, and Gateway did well for a number of years until calling it quits before eventually being sold to Acer.

　　PC公司都涉獵了零售，但結(jié)果各不相同。微軟目前的零售嘗試借鑒于蘋果公司的零售外觀和感覺，但規(guī)模仍然很?。耗壳坝兴募疑痰辏恍┥痰暾诨I備中。戴爾的嘗試很短暫，在蓋特韋地區(qū)做了許多年，效果很好。但在最終賣給宏基之前，還是選擇了放棄。

　　Retail stores are expensive to maintain, but it can define a company's brand and dictate how customers interact with a company. Apple takes that task on itself, in addition to selling its products online and through some third-party retailers. PC makers either rely on the direct approach on the Web or trust a salesperson to properly present their product at Best Buy, Fry's, MicroCenter and others, or just leave it up to the consumer wandering the aisles at Wal-Mart or Costco.

　　零售店的維護花費巨大，但它可以明確一個公司的品牌，并決定消費者如何與公司進行交流。除了網(wǎng)上銷售產(chǎn)品并通過第三方零售商銷售產(chǎn)品，蘋果公司也自己銷售產(chǎn)品。PC制造商要么依賴于網(wǎng)上直銷或信賴一位銷售人員，讓其把他們的產(chǎn)品適當(dāng)?shù)恼宫F(xiàn)在Best Buy、Fry's、MicroCenter等網(wǎng)站上，要么讓消費者在逛沃爾瑪或好市多時自己決定。

　　Putting the customer first

　　把顧客放在第一位

　　A lot of that "reluctance" to embrace Apple's well-regarded approach to customers that VanAmburg spoke of may come down to the roots of these companies. Some are much more technically oriented than customer oriented, which has a sizable effect on how they prioritize, said Ira Kalb, clinical marketing professor at the USC Marshall School of Business.

　　許多公司不愿意采納VanAmburg提到的蘋果公司廣受關(guān)注的對待客戶的方式，這可能歸宿到這些公司的根基。南加州大學(xué)馬歇爾商學(xué)院臨床營銷學(xué)教授艾拉 卡爾布說，一些公司是技術(shù)指向型，而非顧客指向型，這對他們優(yōu)先處理問題有相當(dāng)大的影響。

　　Apple was able to save face with customers by giving away free cases to iPhone 4 owners after complaints arose regarding its antenna.

　　在iPhone 4 用戶抱怨手機天線之后，蘋果公司能夠通過免費贈送手機盒子來挽回面子。

　　關(guān)于蘋果公司成功的秘籍分析2:

　　Hardware manufacturers liberally take cues from Apple products, so why not its approach to customers?

　　硬件制造商總是能從蘋果產(chǎn)品獲得啟發(fā)，那么他們?yōu)槭裁床唤梃b蘋果服務(wù)客戶的方式呢?

　　For the seventh straight year, Apple has topped its competitors in the PC industry in the University of Michigan's American Customer Satisfaction Index (ACSI), achieving a score of 86 out of 100. Its Apple's highest ranking since the annual survey began in 1995.

　　今年，在密歇根大學(xué)美國顧客滿意度指數(shù)(ACSI)調(diào)查中，蘋果公司獲得86分(滿分100分)，連續(xù)七年超越了PC行業(yè)的所有競爭對手。這是自1995年該年度調(diào)查開始以來蘋果公司的最高排名。

　　But the real story is how much further ahead of its peers Apple is in this area: most of the rest of the field (Acer, Dell, HP, and others) is tied with a score of 77, while HP's Compaq brand is ranked 74. All of the PC makers improved their scores this year, but it didn't help them collectively avoid sinking further behind Apple. The Mac maker's nine-point lead is now the largest lead any company has over its competition in any of the 45 categories that the ACSI study surveys--including home appliances, gas stations, autos, e-commerce, airlines, and more.

　　但真正的情況是，蘋果公司在這一領(lǐng)域究竟比其同行領(lǐng)先多少：該領(lǐng)域其余的大部分(宏基、戴爾、惠普等)基本是77分，而惠普的康柏排在74名。今年所有PC制造商的分?jǐn)?shù)都有所增加，但是這并沒有幫他們避免遠遠落后于蘋果的命運。ACSI共調(diào)查了45個行業(yè)，其中包括家電、加油站、汽車、電子商務(wù)、航空公司等。在與其中任何一類公司的競爭中，Mac制造商九分的領(lǐng)先是目前在所有公司中最大的優(yōu)勢。

　　The Apple Store on Fifth Avenue in New York City is one of the company's flagship stores in terms of both customer traffic and architecture and design.

　　就客流量和結(jié)構(gòu)設(shè)計而言，紐約市第五大道的蘋果商店是蘋果公司旗艦店之一。